Construction Project Communication

Communication & Communication Management

The Project Management Institute defines project
communication management as:

„the knowledge area that employs the processes required to

ensure timely and appropriate generation, collection,
distribution, storage, retrieval, and ultimate disposition of
project information. “ and that „it provides the critical links
among people, ideas and information that are necessary for
success“.
 Relevance of Communication For Projects
 A project is about a bunch of various people working together to meet the requirements.
The role of a project manager is to monitor details through strategic, efficient and
meaningful conversations on a project. "About 90% of the time in a project is spent on
communication by the project manager". As it is known, communication is a very
important element of any well-organized project. Therefore, project management is not
just tools and processes.

 A project is usually done by several departments, which means cross-functional

collaboration is required. The information flow from one department to another is done
by documents and meetings. Everyone should know what the other team member is
doing. If one asked for a leave, others could do his work and know exactly where to start.
The project could be delayed, if the communication fails and no one knows what he has
been doing and no one can replace him.
Relevance of Communication for Projects
(Empirical Findings)
Several and extensive studies have
been conducted by consultants
and others over the years to
determine the causes of project
“failures”.

Although the causes of project

failure are complex and
numerous, and are usually
attributable to a number of
factors, communication
inadequacies are often mentioned
explicitly as one of the causes of
project failures.
 Relevance of Communication For Projects
 The fundamental communicational challenge for the project
manager and the project team is to design and implement an
effective and efficient project-specific communication strategy and
plan which satisfies the diverse and changing informational needs
of all project stakeholders throughout the project life-cycle.
Consequences of Communication
Shortcomings in Projects
Communicational shortcomings can cause
a number of problems during the project
life-cycle, for example:

• misunderstood or undocumented require-

ments and specifications
• delays (and extra cost) caused by rework
• unavailability or provision of wrong inputs
• ommisions and mistakes in the creation of
deliverables
• Poor decision-making and problem-
solving, and
• dissatisfaction and frustration among
project stakeholders.
Consequences of Communication Shortcomings
in Projects
When communication is ineffective in the construction industry, a number
of problems that can cause delays, cost overrun and quality issues.
Moreover followings additional problems can arise with in the organization
 Job dissatisfaction when employees are disengaged
 Low morale
 Higher levels of absenteeism
 Higher staff turnover
 More workplace injuries
 A lack of clarity around issues on site
 Employees not understanding project and/or company goals
 Employees not meeting expectations because they don’t know what they are
 Decreased productivity and profitability
 Increased risks
 Potential for legal issues to arise
Information and Communication
Information and
Communication are basically
like two sides of the same
coin. They complement each
other.

Information is of little value

unless it can be
communicated to
stakeholders who need it and
communication is pointless
unless it carries some
informational content.
 What all We need to communicate in
Construction Project Organization?
 Drawings

 General Conditions

 Technical Conditions

 Special Conditions

 Change Orders

 Shop Drawings/ Quality reporting/ Check requests

 Progress Reports

 Requisitions/ schedules, delivery dates – Suppliers/ Subcontractors

 Notices

 Etc
 Who All have to communicate in
Construction Project Organization?
 Client to Consultant and vice versa

 Client to Contractor and vice versa

 Contractor to Consultant and vice versa

 Contractor to Suppliers/ Manufacturers and vice versa

 Contractor to Sub Contractors and vice versa

 With Locals

 With Govt Agencies

 With Media Cells

 Etc
 Purpose of Communication

 To Inform

 To Notify

 To Instruct

 To Request

 To Clarify

 To Chastise – Punish, Scold

 To Review

 To Evaluate
 Process & Intent of Communication
Process of the In what form and using which medium
do I communicate the information?
Communication

Information

Effectiveness

Has the message I intended to convey

Intent of the been understood by the recipient(s) and
has it brought
Communication about the desired result?
 Importance of Communication for Projects

Planning
Monitoring, Evaluation &
Control

Initiation
Communication Execution
with Stakeholders

Closure
Number of Project Stakeholder Communication Lines

The number of possible lines of communication which can exist

between stakeholders on a project can be calculated using the
following simple formula:

LC = n x (n – 1) N = number of
project stakeholders
(1,2, 3 …………. X)
2
 Stakeholder Communication Lines
Shabar Imran Usman

Kifayat Naseem Shabar Naveed

Number of Project Stakeholders = 3 Number of Project Stakeholders = 4

Maximum Possible Number of Lines of Maximum Possible Number of Lines of

Project Stakeholder Communication: Project Stakeholder Communication:
= 3 x (3 – 1) / 2 = 4 x (4 – 1) / 2
=6/2 = 12 / 2
=3 =6
 10 Project Stakeholders =
Complex Stakeholder Communication Net

45 Possible Lines of Communication

Stakeholder Communication Channels
Stk. Comm.

3 3
4 6
5 10
6 15
7 21
8 28
9 36
10 45
11 55
12 66
13 78
14 91
15 105
20 190
25 300
Challenges in Project Communications
Too much communication resulting in a
Overcommunication
flood of unmanageable information

Information may be inadequate for

Undercommunication
effective decision-making

Incorrect information may be convey-ed

Miscommunication
with negative consequences for the
project
Misdirected information is not conveyed to the
Communication recipients which need it

Untimely information is not conveyed at the point

Communication
in time when it is needed
 Culture and Project Communication
In the age of globalization, culture is becoming an increasingly
important consideration in the context of project
communication.

Typical areas in which culture can have an impact on projects

are:

Different Language
Interpretation of language
Nonverbal (body) language
 Communication Management Processes
Identify Stakeholders: The process of identifying all
people or organizations impacted by the project,
and documenting relevant information regarding
their interests, involvement, and impact on project
success.
Plan Communications: The process of determining
the project stakeholder information needs and
defining a communication approach.
Distribute Information: The process of making
relevant information available to project
stakeholders as planned.
 Communication Management Processes

Manage Stakeholder Expectations: The

process of communicating and working with
stakeholders to meet their needs and
addressing issues as they occur.

Report Performance: The process of

collecting and distributing performance
information, including status reports,
progress measurements, and forecasts.
How Do Individuals Usually Communicate?

Speaking
Listening
Reading
Writing
Body Language
 Communication Methods
There are several communication methods used to
share information among project stakeholders.
These methods can be broadly classified into:

Interactive communication. Between two or more

parties performing a multidirectional exchange of
information. It is the most efficient way to ensure
a common understanding by all participants on
specified topics, and includes meetings, phone
calls, video conferencing, etc.
 Communication Methods
Push communication. Sent to specific recipients who need
to know the information. This ensures that the
information is distributed but does not certify that it
actually reached or was understood by the intended
audience. Push communication includes letters, memos,
reports, emails, faxes, voice mails, press releases, notices
etc.

Pull communication. Used for very large volumes of

information, or for very large audiences, that requires the
recipients to access the communication content at their
own discretion. These methods include internet sites, e-
learning, and knowledge repositories, Posters, banners,
etc.
 Communications Management Plan
The communications management plan usually provides

 Stakeholder communication requirements;

 Information to be communicated, including language, format, content,
and level of detail;
 Reason for the distribution of that information;
 Time frame and frequency for the distribution of required information;
 Person responsible for communicating the information;
 Person responsible for authorizing release of confidential information;
 Person or groups who will receive the information;
 Methods or technologies used to convey the information, such as
memos, e-mail, and/or press releases;
 Communications Management Plan
 Resources allocated for communication activities, including time and
budget;
 Escalation process identifying time frames and the management chain
(names) for escalation of issues that cannot be resolved at a lower staff
level;
 Method for updating and refining the communications management
plan as the project progresses and develops;
 Glossary of common terminology;
 Flow charts of the information flow in the project, workflows with
possible sequence of authorization, list of reports, and meeting plans,
etc.; and
 Communication constraints, usually derived from specific legislation or
regulation, technology, and organizational policies, etc.
Mediums of Communication in Projects

Verbal Non-Verbal Written

Analog Technology Digital Technology

Verbal Communication in Projects
The verbal form of communication is perhaps the
most natural and common medium of
communication on projects.
Formal and informal verbal communication occurs
throughout the entire project life-cycle. Projects can-
not progress or succeed without a high intensity of
verbal communication between the project stake-
holders.
Contexts in which verbal communications occur in
projects include project meetings, project briefings
and presentations, consultations, conversations and
discussions. Informal (grapevine) communication
bet-ween project stakeholders, which often goes
undocu-mented, occurs frequently as well.
Verbal Communication in Projects
 Excellentfor urgent and routine project
communications
 No time, effort and cost of writing

 Possibility of immediate feedback

 Quick clarification or explanation

 Good for building relationships

 More pressure on recipient to respond and be

prepared
 Variable number of recipients

 Flexible content

 Supplemented by non-verbal communication (if

conducted face-to-face)
Verbal Communication in Projects
 Communication is possible only between
participating project stakeholders
 Spoken words cannot be retracted

 No editing possible

 Message may not be understood

 Quick response expected

 Communication sometimes difficult due to

availability, technical factors etc.
 Not recordable without technical means

 Not legally binding usually

 Possible verbal / non-verbal disparity in

communication (if face-to-face)
Non-Verbal Communication in Projects
Non-verbal communication is the interpersonal
process of sending and receiving information, both
intentionally and uninten-tionally, without using
written or spoken language. It is an important
medium of communication.
Non-Verbal project communication may take many
forms and its interpretation is to a large degree
culture-specific. Typical manifestations include facial
expressions (e.g. smiles, frowns, stares), the standing
and seating posture and movement of eyes and arms.
Non-verbal communications tend to be more
„truthful“ than spoken or written communications.
Non-verbal communication can act as supplement or
impediment to spoken communication.
Listening is an important form of non-verbal
communication. A good communicator is a good
listener.
Written Communication in Projects
A (very) large number of documents can be expected
to accumulate in the course of a project‘s life-cycle,
especially in large complex undertakings!
Many documents are formal and are prescribed by
the project management standard(s) which are being
applied in the project.
Documents can be printed on paper of different sizes
and/or maintained electronically as e-Documents (in
formats such as MS Word documents, MS Excel
Spreadsheets, MS PowerPoint presentations, and
Adobe PDF-files).
The information contained in documents is usually in
textual and visual format (for e.g. charts, tables,
graphs, photos, diagrammes and illustrations).
Written Communication in Projects
 Traditional and highly effective medium of
communication on projects
 Excellent for documenting and
communicating complex content
 Variable content presentation formats

 Customizable to meet the informational

needs of diverse project stakeholders
 Easy to edit, modify, duplicate and distribute

 Can be categorized and referenced for

projects
 Assures permanent record of project
communications (archiving, research)
Written Communication in Projects
 Variable number of recipients

 Less risk of miscommunication

 Can be read or studied multiple times

 Prevents loss of information through

forgetfulness
 Permits variable levels of confidentiality

 Ensures a trail of accountability

 Preferable from a legal standpoint

Written Communication in Projects
 Expensive (and time-consuming) when
documents must be prepared, printed,
duplicated and circulated in bulk
 Complex documents may take much time
and cost to compile
 Need for precision in wording

 Danger of errors creeping in which can cause

complications at a subsequent stage
 Instantaneous feedback usually not possible
(unlike verbal communication)
 Communication may go astray, get lost or get
sent to the wrong recipients
Written Communication in Projects
 Much time may be needed for reading and
analyzing complex documents
 High clarification or response time

 Project stakeholders reluctant to use written

medium because of deficiencies in their
writing skills
 Project stakeholders may have difficulty
comprehending documents
 Project stakeholders may be tempted to not
carefully read detailed or voluminous
documents
 Wrong action taken due to misunderstanding
of documents
Written Communication in Projects
 May be obsolete when completed

 Unpractical in cases of urgency

 Vulnerable to theft and damage caused

by fire, humidity, insects and other
factors
 Permanently lost in the absence of back-
ups
Written Communication in Projects
 Project Business Case

 Project Pre- & Feasibility Reports

 Project Scope Statement and Charter

 Project Requirements Document

 Project Procurement Documents

 Project Contracts

 Project Management Master Plan

 Project Management Subsidiary Plans

 Project Status and Progress Reports

 Training Manuals

 Project Hand-Over Documents

 Project Completion Report

 Project Audit Report

Written Communication in Projects
 All Project Correspondence (Letters, Faxes, e-
Mails)
 Minutes of Project Meetings

 Project Memos

 Project Comments

 Project Notice Board Messages

 Project Circulars

 Project Notes

 Project Leaflets & Flyers

 Project Brochures

 Project Newsletters

 Newspaper Adverts & Clippings

 Project Press Releases

Technology in Project Communication
The (analog) landline telephone is one of the
oldest project communication technologies in
existence.
Landlines have many applications in the context
of project communications, for e.g., for
exchanging information about the project,
coordinating meetings and visits, seeking
clarification, answering queries, resolving
problems, discussing issues, giving instructions,
passing on news and counseling individuals.
Like all project communication technologies,
landlines have both several advantages and
drawbacks.
Technology in Project Communication
Though a relatively “recent” invention in the
communications technological field, the mobile
phone has contributed in a major way to
communications on projects.
Most project managers and important project
stakeholders can expect to make use of the
mobile phone during the course of their work. As
projects become more complex and global in
character, and interactions more intense, the
mobile phone has emerged as an indispensable
communications facilitating tool.
As with all other project communication
technologies, mobile phones offer several
benefits and exhibit some limitations.
Technology in Project Communication
A digital projector is a useful apparatus for
displaying textual, graphic and multi-media
information about the project.
Used frequently in project meetings, project
team work sessions, conferences and
presentations etc., project information can be
visually and appealingly conveyed with the help
of a digital projector and large whiteboard to a
sizeable audience of project stakeholders which
may be impractical using other means of
communication.
Technology in Project Communication
The Television can be a very useful tool of
communication in some projects. With VCR or
DVD-Players, TVs can be used to convey visual
information about the project, for example, to
show stakeholders footage of work at a project
construction site or a documentary about a
project’s anticipated economic, social, and
ecological change impact. As a public broadcasting
medium, TV may be used to reach out to a large
audience with a view to creating awareness of, and
generating support for, a project.
Technology in Project Communication
Video-conferencing technology enables audio-
visual communication between pro-ject
stakeholders in different locations. It has practical
applications in several fields. Communication can
be point-to-point (bet-ween two users) or
multipoint (between several users and locations).
Credited with shortening product development and
pro-ject times, video-conferencing (and web-
conferencing ) technologies range from the cheap
and rudimenrary to costly and complex state-of-
the-art HD systems for the ultimate immersive
virtual experience.
 Ways to improve communication in construction for Workforce/
Employees

•Establishing formal communications chains: The right information gets to

the right people, in the right place, at the right time.

•Ensure regular training is available and communicated about: when there

are new procedures and processes to follow it’s important that people are
trained properly - and also know about the training. Training material needs
to be easy to understand and access. You may also find that employees are
not following procedures properly and you may need to offer refresher
training or issue reminders.

•Make sure there is two-way communication: top-down communication

should not be the only way information flows on your construction project.
Employees on the ground need to have ways to quickly communicate any
issues to management so mitigation strategies can be put in place.
 Ways to improve communication in construction for Workforce/ Employees

•Use mobile-friendly communication channels: using an app to

reach all workers on a construction site - both in-house employees
and contractors - can solve a number of communications problems.
You can be sure that the information will be sent quickly and
everyone will be able to access it.
•Make sure information is sent in a timely manner: old and outdated
information - or a delay in when employees receive new information -
can lead to costly errors or increase health and safety risks.
•Ensure all communication is clear, factual, and professional: send
well-written messages that are easy to understand, stick to the facts
only and are relevant.
 Ways to improve communication in construction

•Create custom audiences: you don’t want to overwhelm people with too
much information that is irrelevant to them. There may be some comms that
only people in corporate headquarters need to know about (for example,
advising of a fire drill) and other comms that are specific to one work-site
when you have multiple sites. Even on-site there may be custom audiences
who need information: a team may need to know about a delayed delivery or
revised time frames for the part of the project they are working on that
doesn’t affect other teams.

•Be open and transparent: nobody enjoys delivering bad news, but failing to
do so can result in rumors spreading and/or negative sentiment with
employees. Over time such sentiment can fester and create a toxic
workplace environment with poor morale and employees looking to work
elsewhere.
 Ways to improve communication in construction

Automate communications when you can: if you know that certain

things need to happen at a certain time, use communication
channels that will allow you to create these in advance so that
communication is ongoing and happens when it needs to.

•Ask for feedback: finding out about issues isn’t the only time you
should use two-way communication. It’s also important to get
feedback from staff on the ground about anything that you have
been doing.
COMMUNICATION PROCESS
STAKEHOLDERS MANAGEMENT PLAN- Example
COMMUNICATION MANAGEMENT PLAN- Example
 STAKEHOLDERS COMMUNICATION PLAN- Example

STAKEHOLDER COMMUNICATION PLAN

RESPONSIBLE
STAKEHODER
KEY INTEREST INFORMATION COMMUNICATION
STAKEHOLDER POWER/INTEREST FREQUENCY TO
& ISSUES REQUIRED VEHICLE
COMMUNICA
TE
 PROJECT
 Prepare a flow chart that explains the communication
lines between the stakeholders. Why do you think its
necessary to have that communication line?

 Prepare Stakeholders Communication plan covering

detailed information that is to be communicated based on
the interest of the stakeholder, frequency, communication
methods
THANK YOU!